Having grown through acquisitions and mergers, the company had multiple contact centers servicing similar types of callers with different processes and performance measures. Additionally, some of the centers were overstaffed while others were understaffed and customer experience was dependent on the contact center responsible for the account. The company wanted to reduce the overall number of contact centers while implementing enterprise-level operational management capabilities, a universal customer experience model and data-driven culture.

Solution

The challenge was approached from multiple fronts including the design and development of a National Operations Center (NOC) and an enterprise-level Workforce Management (WFM) capability. This included:

Implementing NICE IEX TotalView

Creating a plan to balance occupancy rates by combining like call types and creating agent skill-sets

Sharing provider calls across multiple contact centers

Developing forecasting and scheduling expertise and capability at the enterprise level

Implementing National Operations Center to monitor call flow and contact center performance at the enterprise level and to facilitate command and control for contact center operations

Result

Increased service levels during peak season by 150% while reducing overall paid hours through better scheduling strategies and resource management

Increased levels of process standardization across the enterprise

Promoted consistent customer and provider experiences

Consistency of service delivery enabled additional transformation and optimization

Created a sales function within the NOC by providing tours to prospective clients and partners

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